Simkins Case Study

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At what level of the judicial court system did this legal opinion occur? The United States Court of Appeals Fourth Circuit (Reynolds, 2004; Simkins, et al., 1962). What was the opinion of the lower court that was finally overturned in Simkins? In a 3-2 decision, the Fourth Circuit overturned the district ruling, looking to whether the hospitals and the government were so disheveled by funding and law (Martin, 2015; Reynolds, 2004; Rossman & Allen, 1964). The Court discovered the provision for segregated, “separate but equal” facilities to be unauthorized, and struck down that percentage of the Hill-Burton Act. A disapproval, authored by the Judge Haynsworth and joined by Judge…show more content…
(February 22, 2013) Discuss why you think that Simkins vs. Moses H. Cone Mem. Hospital makes or fails to make a big difference in decreasing health inequities? The success of the Simkins case and its posterity revolved the finding that federal spending provided the obligatory state action to require compliance with the Constitution. The channel of the Medicare and Medicaid Acts pervaded the American Health Care System with taxpayer monies to purchase health care for America’s elderly, disabled and poor citizens. Consequently, the spending supremacy of the federal government provided sufficient leverage to attack obviously discriminatory system-level practices. The Simkins case made possible the enactment of Title VI and gave birth to a tool of astonishing effectiveness for fighting racial segregation in hospitals and health care institutions (Basic Health Access, 2015; Matthew, 2005). Part II Read the two documents on Enterprise Risk Management (ERM). Explain how enterprise risk management is or is not different from basic risk management. Enterprise Risk Management (ERM) requires a great deal of hard work and senior-level commitment. For businesses that practice ERM effectively, the rewards can be staggering: market leadership, robust growth, stock price premiums, and investor confidence. However, in a traditional risk management service structure, the effort is departmentalized and focused primarily on hazard risks. Using this approach, an organization rarely makes relative comparisons among its risks to determine how they interact with one another or to evaluate their cumulative effect on the organization (Chitakornkijsil, 2010; Lam, 2014; Louisot & Ketcham, 2014). Conversely, in an ERM environment, there is a senior executive or CRO (Chief Risk Officer) who equates and assesses all of the risks the

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